Skills Development Practices and Engineer Turnover

2019 ◽  
pp. 42-62
Author(s):  
Rihab Kchaou ◽  
Susanne Durst
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Human Resources Management ◽  
Skills Development ◽  
Human Resource Managers ◽  
It Services ◽  
Turnover Rates ◽  
Hrm Practices ◽  
Resource Managers ◽  
Firm Cooperation

This chapter investigates the skills development practices and their relationship with engineer turnover in IT services companies (henceforth ITSC) from Tunisia. It presents a qualitative analysis of data that derived from a number of interviews conducted with human resource managers of these companies. Based on the findings, four human resources management (HRM) practices were identified that seemingly contribute to skills development in the firms investigated, which are recruitment, training, inter-project mobility, inter-firm cooperation. The findings indicate that these practices can also reduce engineer turnover rates. The chapter provides fresh insights into HRM practices of Tunisian companies, which has not attracted much attention yet.

scholarly journals Business Intelligence for Human Capital Management

2020 ◽  
Vol 11 (1) ◽  
pp. 38-49
Author(s):  
Maria José Sousa ◽  
Ivo Dias
Keyword(s):  
Decision Making ◽  
Human Resources ◽  
Human Resource ◽  
Business Intelligence ◽  
Human Resources Management ◽  
Human Resource Managers ◽  
Resources Management ◽  
Resource Managers ◽  
Human Resources Managers ◽  
Effective Decision Making

This article presents the results of an exploratory study of the use of business intelligence (BI) tools to help to make decisions about human resources management in Portuguese organizations. The purpose of this article is to analyze the effective use of BI tools in integrating reports, analytics, dashboards, and metrics, which impacts on the decision making the process of human resource managers. The methodology approach was quantitative based on the results of a survey to 43 human resource managers and technicians. The data analysis technique was correlation coefficient and regression analysis performed by IBM SPSS software. It was also applied qualitative analysis based on a focus group to identify the impacts of business intelligence on the human resources strategies of Portuguese companies. The findings of this study are that: business intelligence is positively associated with HRM decision-making, and business intelligence will significantly predict HRM decision making. The research also examines the process of the information gathered with BI tools from the human resources information system on the decisions of the human resources managers and that impacts the performance of the organizations. The study also gives indications about the practices and gaps, both in terms of human resources management and in processes related to business intelligence (BI) tools. It points out the different factors that must work together to facilitate effective decision-making. The article is structured as follows: a literature review concerning the use of the business intelligence concept and tools and the link between BI and human resources management, methodology, and the main findings and conclusions.

scholarly journals HUMAN RESOURCES ARE THE SOURCE OF AN ORGANIZATION'S COMPETITIVE ADVANTAGE

2021 ◽  
Vol 9 (1) ◽  
pp. 140-154
Author(s):  
E. Voroncov
Keyword(s):  
Human Resources ◽  
Personnel Management ◽  
Human Resources Management ◽  
Competitive Advantages ◽  
Human Resource Managers ◽  
Resources Management ◽  
Resource Managers ◽  
Additional Value ◽  
Managerial Activity

The article proves that human resources are a source of competitive advantages of the organization through the provision of additional value to interested groups. It is shown that the main goal of human resources management is unreasonably identified with the main goal of personnel management, and human resources management with personnel management. It is proved that human resources management is characterized by such activities as identification of the organization's resources, assessment of their quality and quantity, determination of those human resources that provide production and provision of additional value to interested groups. Identification of the goal of human resources management and the goal of personnel management, deprives this area of managerial activity of a number of significant aspects and reduces the overall effectiveness of the organization. It is proved that human resource managers need to know the state of the external environment, their investors and clients, their interests, values and goals in order to provide a specific value to any interested parties, through the use of certain human resources. Be able to identify the required human resources, assess their condition, and relate their tools and technologies to the needs of interested groups; to show that the activity of the HR service increases the value demanded by a certain subject by transforming human resources into others.

scholarly journals Impact of Strategic Planning on Human Resources Management Practices: An Empirical Study of Iraq

2019 ◽  
pp. 626-633
Author(s):  
Ali Hassan Haraj ◽  
Mohammed Hameed
Keyword(s):  
Strategic Planning ◽  
Human Resources ◽  
Human Resource ◽  
Management Practices ◽  
Human Resources Management ◽  
Human Resource Practices ◽  
Resources Management ◽  
Hrm Practices ◽  
Relationship Of ◽  
The Impact

The main aim of this study is to investigate the impact of strategic planning on human resources management practices. 100 questionnaire was distributed among the managers in the Ministry of Electricity in Iraq and only 59 questionnaire was received. SPSS software was used to analysis the data. The study examines the relationship of strategic planning on HRM practices. The strategic planning has three constructs i.e. Strategic Analysis, Strategic Attitude and Strategic Selection while Human resource practices has four constructs i.e. Selection, Training, Incentives, Performance Evaluation. The findings indicted that significant positive relationship of strategic planning with human resource practices. Hence showing that better strategic planning will result in better HRM practices.

Human Resources Strategies for Fair and Legal Employee Selection

2009 ◽  
pp. 482-487 ◽  
Author(s):  
Gregory G. Manley
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Employee Selection ◽  
Selection Procedure ◽  
Human Resource Managers ◽  
Potential Utility ◽  
Resource Managers ◽  
Human Resources Strategies ◽  
The U.S ◽  
High Test

Historically, people have an expectation of being treated fairly, particularly in the workplace. A variety of laws exist in the U.S. to encourage organizations to comply with fair hiring procedures. U.S. organizations are challenged by laws that mandate compliance to fair hiring procedures while maximizing on potential utility of selection tests. Organizations outside of the U.S. could also suffer organizational and societal consequences as a result of hiring procedures perceived as unfair. Some very valid selection tests and procedures, which result in high test utility, may not be considered fair by society or law. This chapter presents possible solutions for human resource managers to insure they are complying with fair selection while maximizing on the usefulness of the selection procedure.

scholarly journals Human Resource Reforms in Public Administration: The Importance of the Reward System

2017 ◽  
Vol 8 (2) ◽  
pp. 49-58
Author(s):  
Christopher De Freitas Bradley
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Public Administration ◽  
Human Resource ◽  
Reward System ◽  
Employee Motivation ◽  
Monetary Incentives ◽  
Human Resource Managers ◽  
Resource Managers

Abstract Human resource management encompasses administrating and managing human resources or otherwise known as employees. The HR or Human Resources department of any company, whether it be public or private, deals with the day to aspects pertaining to employees, from the recruitment process to probably the most important aspect for any employee; remuneration and benefits. The importance of finding a perfect equilibrium between monetary and non-monetary incentives is crucial in obtaining an efficient work environment, as well as increasing productivity and employee motivation. Having an administrative background or knowledge is essential for any HR manager, in order to detect and implement the most beneficial reward system for both implicated parties. This paper aims to examine human resource reforms in public administration, primarily in reference to the remunerations of civil servants and employees by giving examples of the importance of salary within the structure of human resource management, looking at new laws involving the increase of salaries within the near future, concluding with suggestions on improving the reward system implemented by human resource managers in Romania’s system of public administration.

scholarly journals PERCEPTIONS OF HUMAN RESOURCES MANAGERS ON TELECOMMUTING CONCEPT: Implementation in Malaysian Firms

2003 ◽  
Vol 5 (1) ◽  
pp. 97
Author(s):  
Noorliza Karia ◽  
Yuserrie Zainuddin ◽  
Muhammad Hasmi Abu Hassan Asaari
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Prime Minister ◽  
Paradigm Change ◽  
Human Resource Managers ◽  
Vision 2020 ◽  
Resource Managers ◽  
Human Resources Managers

Telecommuting concept has been a new phenomenon for most ofMalaysian firms, especially for human resource managers. Further, the drive towards promoting the telecommuting concept need to be done as part of paradigm change as Malaysia is becoming an industrialized nation–Vision 2020 of the Prime Minister. This study was conducted on the Malaysian human resource managers in representing their firm’s stand on the telecommuting concept. The purpose of this paper is to explore the level of acceptance of the telecommuting concept by the human resource managers. It was discovered that high percentage of the human resource managers shown their concern on the acceptance of the telecommutingconcept.

An Emergent Taxonomy of Public Personnel Management: Exploring the Task Environment of Human Resource Managers in Spanish Local Government

2018 ◽  
Vol 47 (4) ◽  
pp. 445-471 ◽  
Author(s):  
Justo Herrera ◽  
Daniel M. Miller
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Strategic Human Resource Management ◽  
Human Resource Managers ◽  
Policy Integration ◽  
Resource Managers

This study presents a taxonomy for public personnel management based on emergent profiles of local human resource managers in Spain. The analysis focuses on the task environments of managers defined by three salient constructs from strategic human resources management research. Specifically, this study looks at the level of participation of human resource managers in strategic-level policy-making processes, vertical and horizontal policy integration, and the flexibility of human resource managers in interpreting and implementing key functions of personnel management (i.e., recruitment, hiring, and remuneration). The results yield five distinct profiles that describe different approaches of human resource management. The five profiles include Technical Administrative (TA); Technical Functional (TF); Managerial Administrative (MA); Managerial Functional (MF); and Strategic Executive (SE). The profiles are not a linear typology of human resource management practices. However, they do fit within a larger theoretical framework that captures central constructs of strategic human resource management (SHRM).

The Vehement, Volatile, Value-seeking and Viral: The New Era of Employees and Why HR Preparedness and Future-skilling Is Key to a Healthy Business Enterprise—A Perspective

2020 ◽  
Vol 13 (2) ◽  
pp. 226-233
Author(s):  
Rohini Kesavan Rajeev
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Professional Training ◽  
Employee Morale ◽  
Human Resource Managers ◽  
Way Of Life ◽  
New Era ◽  
Human Resource Professional ◽  
Resource Managers ◽  
New Generation

For a human resource professional, training and learning are a way of life. They have to constantly re-invent themselves to tread the water. Understanding the needs of the new generation (Gen Z) of employees, charting new initiatives for them while making business sense of those initiatives is essential for the human resource managers of today. A changing world brings with it different perspectives on employee morale and new-age challenges (such as the abuse of technology and social media play). Positive mental health and its impact on a stable, sustainable and productive workforce is another critical aspect of human resource management. This paper is based on the journalistic construction of human resources and perspectives based on personal experience. The aim is to provide a basic view on human resources preparedness to meet the challenges of tomorrow by analysing the operations of yesterday and recalibrating the workings of today.

scholarly journals How Green the Human Resource Managers Are?: Perspectives of HR Managers From a Climate Change Victim Region

2020 ◽  
Vol 2 (4) ◽  
Author(s):  
MAEEN UDDIN
Keyword(s):  
Climate Change ◽  
Human Resource ◽  
Manufacturing Industry ◽  
Extensive Study ◽  
Management Support ◽  
Human Resource Managers ◽  
Hrm Practices ◽  
Resource Managers ◽  
To Come ◽  
Hr Managers

Current environmental crises make us vulnerable to disasters and tragedies. With environmental problems mounting up, unless immediately addressed with care, we are surely to be doomed. The objective of this qualitative study is to figure out the level of concern as well as understanding that the organizations have on green aspect of Human Resource Management (Green HRM) and also to get an idea about the real implications of green HRM practices. The aim is to interview HR managers from different organizations, manufacturing in nature as Green concept mostly affect this particular area the most and to get a clear picture about their perspectives on Green HRM practices. HR managers from 10 organizations were interviewed, where the respondents were asked questions for 45-60 minutes by a team of 4-5 members. The questions asked during the interview were probed and found that most of the organizations although seemed well informed about the importance of going green concept, but only a few practice it through their actions in day to day HRM functions. The prime limitation is the size of the sample, an extensive study could be carried out in future. The signal from this study is very evident that organizations are familiar with green concepts, but they lack the motivation and top management support as well as monitoring to put this green concept into action for passing on a sustainable, and healthier environment for the generations to come. This study provides an extensive review of literature where the Green HRM practicality examination was needed to be applied into a climate change victim region and the paper successfully finds out the extent of HR managers perspectives and their actions and also provides guidelines to the manufacturing industry and policy makers. 

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